Differences Between Senior Human Resources Managers and Young Millennials Leaders on the Perceived Required Leadership Competencies for the 21st Century

Abstract

As millennials take over the workforce, there is a growing concern that generational differences will require adaptations in leadership requirements to ensure organization success. Nevertheless, emerging observations question the validity of generational differences in leadership. This qualitative paper uses semi-structured interviews with senior HR managers and young leaders to explore differences in their perceptions of the required leadership competencies for the 21st century. This paper shows that there are more similarities than differences between young leaders and senior HR managers. The research does not provide evidence to support published claims of generational differences. The research limitations of this paper lie in its reliance on the accounts of senior HR managers and young leaders working in profit-based organizations in developed countries. This paper will be helpful in designing leadership training and development programs, tailoring integration programs for new employees, and recruiting potential future leaders. It will also facilitate workshops for collaboration and team performance between younger and more experienced professionals. The study contributes additional knowledge to the field of leadership by providing a unique comparison between the views of young millennial leaders and senior HR managers on leadership competencies for the 21st century.

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